Hiring & Human Resources

Keeping Employees Engaged in a Downturn

Cost-cutting and layoffs may be a fact of life in a recession, but organizations lift employee morale with "stretch assignments" that benefit both parties.

Peter Capelli, the Director of the Center for Human Resources at the Wharton School, recently wrote an article for Business Week on this topic.

Many employers, perhaps most, have been struggling over the past few years to put together a good workforce and then hold onto it. The financial crisis threw their actions into reverse, focusing them on cost-cutting and, in many cases, layoffs. Unfortunately, the challenge of holding onto a good workforce and keeping employees motivated doesn't go away in a recession. While the immediate risk of people quitting certainly declines, the chance that employees could end up demoralized, stop producing, and then jump ship when the economy improves is important to recognize.

How do we keep employees engaged in a downturn? We should begin by thinking through what causes them to be disengaged. We know that there is a relationship between individual commitment and organizational success, but the relationship runs in both directions: Commitment leads to better performance, but organizations that are successful also create commitment among their employees, since everyone wants to be part of a winning team. In a downturn, when it looks like the organization isn't winning any longer, it is easy to lose commitment. Layoffs make the situation worse by creating another set of worries for employees: "Why did I survive," and "Will I be next?"

Address Perceptions

The first thing to do, therefore, is to address perceptions about the downturn in organizational fortunes. One sure thing about organizational life is that when we don't know what is happening, we make up explanations. And those explanations tend to be worse than the reality—more conspiratorial, more hopeless. It is important to tell people what is going on as best we know. What happened to put us in this situation, and most important, what is our plan for getting out of it?

People are much more forgiving of problems that are caused by factors outside the organization, so in a worldwide recession, they are unlikely to blame management for business downturns and layoffs. But expect them to be much less forgiving of management that uses the current context to drive layoffs or other unpopular changes that are not caused by the recession.

Beyond explaining the current situation and presenting a credible plan for addressing it, managers that have had to lay off employees need to explain to the remaining employees why they survived and how they fit into the recovery plan. The worst situation for employees is when they believe that their survival was a matter of luck. First, that's likely to leave them feeling guilty about keeping their jobs when their peers lost theirs. Second, they will be panicked by that thought that they could be next. Finally, employees will spend their energy either hunting for another job or frozen by fear.

Building Commitment in a Crisis

These steps simply mitigate some of the damage that the downturn does to employee engagement. There may also be positive steps we can take to build commitment and engagement even in a business crisis.

To do that, it is important to remember that what good employees want are opportunities to advance, to learn new skills, and to take on new challenges that lead to bigger and better jobs in the future. These opportunities build commitment and retention. Business crises create lots of needs, and especially when there are layoffs, there are fewer people to handle them. This is the perfect opportunity to create stretch assignments, the kind that forces us to take on new challenges and grow in the process.

The important point here is to "stretch," not overwhelm. Pushing employees into the deep end with problems that are too great for them to handle does no favor to them or to the organization. An appropriate stretch assignment is one that builds on tasks an employee has already handled and, at a minimum, gives a worker the opportunity to call the lifeguard (the boss) for help. What can make a stretch assignment truly great is to get support and guidance along the way and to debrief it at the end: What did you learn from this experience?

Stretch assignments also build morale and commitment, letting employees know that what they are doing in this time of crisis is truly important to the future of the operation. That sense of significance associated with their tasks helps build commitment to the organization: I helped it survive; I care what happens to it in the future. Both sides end up better off in the process.

Hiring & Human Resources

TIPS TO AVOID COSTLY HIRING MISTAKES

Why is it, most organizations spend so little time and resources helping managers hire the right people? I could argue that it is one of the key activities that can make or break a company. This isn't rocket science, folks. Look around. The companies, who invest in getting it right on the front end, tend to be financially successful, have less turnover and have a better reputation overall than their closest competitors.

Help your managers avoid some common hiring traps that can trip up the most seasoned managers:

BUT HER SKILLS WERE SO PERFECT!

Hiring someone who isn't a fit for the culture will take you down a slippery slope. While the end results may look good, the energy it will take to repair relationships and untangle political snafus is going to drain you dry. And firing someone who doesn't fit the culture is a lot tougher to document and act on than firing someone for an absenteeism problem.

HALOS CAN BE BLINDING.

We like people who are like us. They seem so smart, so comfortable, so right. The problem is that they aren't always the best people to fill a job. Instead, seek out the person who fits the job requirements. "Well, of course," you say. Yet, it is the most common mistake managers make. Unfortunately, this mistake colors the manager's judgment long past the hiring day. The manager tends to look at his or her new employee through rose colored glasses and often isn't objective about the employee's performance. Sometimes these managers are so protective of their hiring choice, they can't see problems until it's too late.

DON'T SETTLE FOR A PULSE.

Staffing shortages make it tempting to settle for less. Yet, if managers lower their standards, they might have hell to pay for years, with an under-performing employee and resentful coworkers. An employee like this can become the black hole of the department, requiring fellow employees to train the person and even to cover for him. Instead, consider some creative solutions with the employees you have, such as job sharing, creative work schedules, job rotations, internships and job redesign. Another approach is to try some creative recruiting strategies, such as starting an internship program or partnering with a professor in your field. Try not to settle—you will probably regret it.

BUT I GET ALONG WITH HIM SO WELL!

After a friendly chat, many people seem likable. That doesn't mean they are acceptable candidates for marrying your daughter or baby-sitting your children. The point is, being likable isn't enough. When managers are overly swayed by how much they like a candidate, they instinctively avoid asking difficult, probing questions. These managers end up hiring the person based on personality and that can spell disaster when it comes to performance results.

I DON'T HAVE TIME TO KICK HIS TIRES.

Buyer's remorse is an ugly thing. You wouldn't buy a 40 year-old house without an inspection, or a used car without looking under the hood. The problem is, by the time we are ready to offer someone a job, we like the person enough to believe everything they say. Sometimes managers are so eager to hire a person, they will even shrug off a reference that is damning with faint praise. (Okay, I admit it. I did this once...but only once. I paid for it, dearly.)

BUY-DON'T SELL.

Some managers are so eager to hire, they do more talking than listening during the interview. They blab on about the great benefits and exciting challenges that await the lucky candidate. The problem is that a smart interviewee can manipulate the conversation and have the manager convinced that he or she is the perfect person for the job by using the manager's words in response to his own questions.

By Joan Lloyd, reach her at www.JoanLloyd.com © Joan Lloyd & Associates, Inc.

Hiring & Human Resources

Stop Worrying About The Cost-Per-Hire - A "Better Metric" Is The Quality Of Hire

I hear HR professionals say they want to be strategic, but often their actions indicate otherwise. Take the all too commonly used "cost-per-hire" metric. Sure it's used by lots of people, but so is astrology. Let me explain what's wrong with it and how it could be improved.

What's wrong with cost-per-hire?

• Hiring cheap is easy -
  Finding great people is never easy or cheap. Hiring walk-ins and poor quality applicants "no one wants" is cheap.

• Quality is often expensive -
  The metric "cost-per-hire" often does not have the corresponding metric of the "quality or performance of the hire". Hiring Michael Jordan is time consuming and requires a great deal of looking and smoozing. All of which cost money. If too much emphasis is placed on cost cutting, HR might get into the bad habit of "hiring cheap".

• Quality hires have a better ROI -
  Cost is only one part of the equation. Track the return on spending "more" money to get great hires. The performance and productivity of the hire is the important component. You want a high ROI, not low cost.
  
  If you hire a high performer (high sales, output, productivity or performance appraisal scores) their higher productivity (usually 3-7 times salary) will make the cost of their hire insignificant in comparison. Hiring low performers is cheap and easy. The competition and costs come when you try for the best. Provide the CEO with evidence of the high performance/productivity of those you hire, and cost will not be an issue.

• Cheap hiring sends a cheap message -
  Recruits (especially Michael Jordan) judge a company by their ads, web page etc. Being "cheap" might send a clear message to applicants, and by trying to cut your cost of hire, you may actually increase your cost by scaring away many applicants with a "cheap message".

• Cheap hiring might mean poor service -
  Most hiring metrics lack a customer service component. If there are also no metrics on how satisfied the managers and applicants are with the recruitment and selection process, you can't tell if your cost cutting is frustrating your managers with poor customer service.

• Cheap hiring is slow -
  Cutting costs almost always slows up the "speed of hire". If time to market is a business issue, then cutting HR costs might actually raise costs in production and cut the resulting product margins and market share.

• It's only 2% -
  The average cost of a hire is generally in the $1-$3,000 range. That is less than 10% of a first year salary of $35K. If the person stays for an average of 3 years and you include benefits costs, then the actual cost of a hire becomes less than 2% of the dollars paid to the employee.

• The formula is wrong anyway -
  Most cost-per-hire calculations are not comparable because so many different parts are left out by some and included by others. Many include a recruiter's time while others don't. Most exclude the manager's time…the most expensive cost in the cost of a hire!

Costs are generally not strategic without the corresponding quality measures to go with them. Calculate the return on recruiting dollars, and if it's high enough, your CEO might want you to actually spend more on it!

Great employment is recruiting quality people who produce more per dollar of salary paid than those we hired last year (and that produce more per dollar than the people hired by the competitors). Track the productivity of our hires and forget the cost-per-hire as a primary metric. Don't ignore costs, but you have to spend more money to get great people. Do you really think the CEO would care about such a small cost item as cost-per-hire if you hired someone as good as Michael Jordan!

Remember the cost of driving a mile in a Yugo is lower then driving a mile in a BMW...If you watch costs too closely, you might end up walking home!

By Dr. John Sullivan

Hiring & Human Resources

The Friendly-Factor Creating a Work Environment that Attracts and Keeps the Workforce

By the year 2011, the U.S. will face a worker shortage of 8-10 million people. In many industries today, jobs are going unfilled. It should go without saying, if you cannot attract and keep your workforce, then you must change what you are doing or face the consequences.

Take your pick.

Which type of place do you want to work at, one that is cold and gives you a sense no one cares, or one that makes you feel good and appreciated? Money and benefits are important, but studies show that in the long run, the work environment—the feeling they get when they come to work—is more important in retaining and motivating people.

People like a friendly place to work.

The friendly-factor does not require a large investment and expense, but it does require time and thoughtful consideration. Take for example a construction equipment dealership in Louisville, KY. Their turnover is almost nonexistent. This is quite an accomplishment in an industry facing a shortage of 100,000 technicians.

Their employees and service technicians share in a profit-sharing plan that could possibly mean $700,000 upon retirement. They are eligible to participate after one year and become fully vested after six years. No one has quit after becoming vested in this company. To further help his employees, the owner brings in a financial advisor to help the employees pick stocks, plan for retirement, or to get advice on buying a house or saving for a child's college education.

Other friendly-factor benefits:

• Every year employees celebrate their work anniversary with a cake. They also receive $100 for each year employed, made out in a check so they can buy work tools for the shop.

• Twice a year the employees' children receive a $50 savings bond when the child brings in their "all A's" report card.

• They reward employee safety records with what they call the, "Safety Bonus Program." Each employee's driving record is screened twice a year. Anyone who has a citation during the year is removed from the program. At the end of the year, the ones who remain get to split $2,000.

• To minimize the we-they syndrome, every Friday employees rotate jobs. The person in the Parts Department gets to be a service technician and visa versa. This builds a stronger team and improves communication within the company.

Here are a few other friendly-factor ideas to consider:

• Reward work attendance. Set in place a "Potential Earned Bonus Account" for each employee for a set amount, say $250 every six months. Every day an employee is late, but called in to tell you - they lose $10. For every day they are late and do not call in - they lose $15. Every day they are absent, but call in - they lose $25. Every day they are absent and do not call in - they lose $35. At the end of six months they get the balance of the $250.

• During your new employee orientation, make sure you send a welcome gift or letter to the family of the new employee welcoming them to the company. Assign the new employee a mentor to help them adjust to the new environment and make them feel part of the team. After their first 30 days on the job, have a new employee celebration and invite his or her family to attend.

• Be involved in the important aspects of your employees' lives. You should respond when there is a birth, illness, death, graduation, or wedding. These are the important events where you have a golden opportunity to build a bond between the individual and the company.

• One company photographed each employee who had worked at the company over five years. Then they put the photos on a wall for all to see. This small act built a bond and showed the employees the pride their employer had in them.

• Have a "Bring children to work day." A couple times a year allow your employees to bring their kids and show them what they do.

Creating a friendly-factor work environment takes time, and it takes managers who truly care about individuals.

Hiring & Human Resources

Tips for Managing & Retaining Superstars

Old management tools no longer work. In the past, volumes have been written about the importance of compensation and work flexibility in motivating and retaining employees. Most executives will not argue the role these factors play. However, recent workforce trends are forcing managers to re-evaluate the tools used to keep top-notch talent. To reduce turnover, you must first seek to understand the primary causes behind it.

Here are a few of the most common reasons cited:

• Major Company Changes
  Change is threatening. If not handled properly, it can lead to job dissatisfaction and turnover. When people are threatened, their immediate reaction is to run.

• Hire Candidates That Fit Your Culture
  When filling a position, don't just look for candidates who have the proper qualifications. Psychological and behavioral factors greatly influence performance. When you hire someone, you are hiring more than just qualifications. You are really hiring the candidate's behavior.

• Money Is Not The Only Motivator
  While money is an important factor in motivating employees, it is not the only one. Often factors inside a company like recognition, time off, trust, quality of management, and opportunities for growth influence employees' career decisions.

Improving Employee Retention :

• Be Prepared With a Plan for Change
  When you're looking to make a small change, it can often be done with only minor problems. But when change requires a major paradigm shift, it can cause a high degree of trauma – especially in an organizational setting. When you anticipate a major change in your organization, be it an acquisition, change in management, or internal restructuring, you must develop a plan to ensure good employees do not wind up "casualties of war."

• Improve Your Hiring Process
  Don't spend all your attention on preventing turnover. Rather, focus on improving the hiring process. This is based on the assumption that bad hires are the primary cause of turnover. In the long run, you'll be ahead by developing a well-planned recruitment and selection process.

• Recognize and Reward Your Employees on a Job Well Done
  Results of a recent survey by the Council of Communication Management confirm what almost every manager already knows – recognition for a job well done is the top employee motivator. But, keep in mind what motivates one employee may not necessarily motivate another.

Your best and brightest employees can easily command the same dollar in a competitor's company. Skills are scarce, and employers are willing to pay for them. So while compensation and benefit inducements have historically proven powerful motivators, they are now merely requisites to getting skilled employees through the door. To truly excite and challenge knowledgeable workers, you must learn what makes them eager to go to work in the morning.

How To Keep The Great Ones Working For You:

Respect Professional Status

• Support peer reinforcement and networking.
  Skilled employees are typically more motivated by the recognition they receive from peers than from management. Most of this support and reinforcement occurs through informal networking, both within and outside the company. Through these networks, professionals gauge the success of their efforts, and keep abreast of developments in their area of expertise.

• Give skilled employees continual, timely access to information.
  In a rapidly changing environment, knowledge becomes obsolete even faster than equipment. Up-to-date information is critical for continued success.

• Provide opportunities for professional recognition.
  Highly educated, knowledgeable workers are driven by pride in accomplishment. Whenever possible, showcase the contributions of your skilled employees. Seek opportunities for publishing, presenting, and even entering competitions.

Make Work Challenging

• Encourage your employees to do more.
  For true professionals, fulfillment lies in the work itself. Not surprisingly, if forced to choose between challenging work in an average environment, or mundane work in an outstanding environment, most skilled employees will lean towards the challenging work.

• Furnish the best tools.
  Skilled employees live by their tools. When hampered by substandard equipment, knowledgeable workers often become resentful of working longer and harder. Supplying the latest tools available for skilled employees will eliminate resentment and boost productivity.

Relieve Management Burden

• Keep hierarchy and red tape under control.
  Today's skilled professionals are intolerant of bureaucracy. They hate the thought of too many meetings, or bosses who supervise too closely. Control like this violates their sense of independence and professionalism.

• Simplify work processes and roles.
  Perception is reality. When professionals believe the time and energy required to manage work is greater than the time they have for the work itself, productivity plummets and frustration soars.

• Frequently review project context.
  Knowledgeable workers need to know how their contributions fit into the big picture. They also completely engross themselves in their work. When they finally emerge, they will look for confirmation that their current project is still high priority, and they will want to know what's on the horizon.

As a leader, it's up to you to provide skilled employees with the confirmation and project context they need to stay grounded. Frequently remind them how their current work fits into the grand scheme of things, while enticing them with concrete opportunities in the near future. If you can effectively manage this "balancing act," your biggest challenge will be keeping employees focused on the task at hand. But compared to mutiny or defection, it's a great challenge to face.

NON-MONETARY MOTIVATORS:

• Call an employee into your office to thank him or her.

• Coordinate a surprise celebration.

• Give an outstanding employee a three-day weekend.

• Send a birthday card to an employee at home.

• Acknowledge an employee's achievements by using their name on status reports.

• Name a continuing recognition award after an outstanding employee.

• Wash the employee's car in the parking lot.

Barry Phegan, PhD

Hiring & Human Resources

A Contingent Workforce Strategy as an Effective Part of Workforce Planning

In a constantly changing world, successful organizations must become more flexible. Just as the human body can react and "shift resources" when an infection strikes, successful organizations must also develop contingency plans that allow them to shift their resources rapidly.

What is a Contingent Workforce Strategy?

A contingent worker is a worker who can easily be released by a firm. Most are contracts or temps, but there are other variations. They are often superior to permanent workers because of the fact that they are easier to "get rid of" when they are no longer needed. The reasons that they are easier to release include:

• They themselves have lower job security expectations, so they resist less when the time comes.
• Managers don't have the same trepidation as they do when they fire a "permanent" worker because 1) managers know contingent workers realize they may be let go at any time (managers are chicken!), 2) there is less paperwork involved in releasing them, and 3) a new contingent worker can be hired at any time, since they don't count as "headcount."
• There is less of a probability of legal action when you release them.

A contingent workforce strategy means that the HR department provides managers with a series of related tools that work together to allow managers to increase the ratio of contingent workers over permanent workers. This integrated strategy gives managers an increased capability to cut labor costs whenever product sales decrease. Where traditionally having a contingent workforce meant just hiring more "contractors" or temps, what is proposed here is a more dynamic and integrated approach, which provides managers with new ideas and more options.

Benefits of a Contingent Workforce

Some of the many potential benefits of having a contingent workforce strategy include:

• Firing. Releasing contingent workers fast is relatively easy because contingent workers have short-term contacts that expire or they have agreements that can be easily terminated in any business downturn.

• Avoid layoffs. Avoiding the publicity that comes with laying off permanent workers (which must be reported to the SEC) allows you to avoid the damage to morale and your external image as a good place to work that comes with formal layoffs.

• Peak help. Contingent workers can be utilized during peak hours, days, or seasons. They increase your short-term capability while keeping long-term costs low.

• Costs. Some contingent workers will work for less (and sometimes without benefits).

• Training. Most contingent workers come already trained.

• Redeployment. Contingent can also mean that some employees will be designated as "floaters" and be available for redeployment to fill short-term needs much like a utility player does in baseball.

Smart firms increase the percentage of contingent workers:

• With a rising unemployment rate. As the unemployment rate rises above five percent, more workers are willing to take contingent jobs.

• As sales fall (or are projected to fall). A firm should increase its contingent ratio to prepare for the upcoming sales downturn (and to avoid having to layoff permanent staff).

• Prior to mergers. Before mergers and acquisitions (because large mergers result in massive redundancies) firms should prepare by increasing their contingent ratio.

• When the economy is exploding. Because jobs are easy to get, some people are actually more willing to take contingent jobs.

• When sales are growing rapidly. Most recruiting systems won't be able to keep up with rapid growth, and you will need contingent firms to supply you with talent until recruiting can catch up. In addition, because all rapid growth must eventually end, smart firms assume it is an anomaly and use contingent workers that can be easily released when the boom slows down.

• During peak periods. During peak sales months (summer, Christmas, etc.) contingent workers should increase. Some firms increase contingents based on the specific hours and days of peak demand.

• In times of uncertainty. In any upcoming period of uncertainty (when new technology is introduced, industry consolidation occurs, scandals occur, the stock plunges, a new CEO arrives, etc.) it is wise to increase the contingent ratio to increase flexibility.

• During a sale or closure. If you are contemplating the sale or closure of a business unit it is wise to begin transferring out some of the individuals you want to keep and replace them with contingent workers.

Conclusion

HR can become a corporate hero through effective workforce planning, and one of the most important elements of workforce planning is the use of contingent workers. Contingent workers, if used correctly, can reduce labor costs as well as increase your firm's flexibility. During the boom of the last decade they may have been underutilized for a period — but their time has come again!

Hiring & Human Resources

5 Overlooked Ways To Hire Winners

Here is a true story. My dentist did a "clinical" evaluation of my teeth. That is his fancy way to say he looked in my mouth and stared at my teeth with his own two eyes. He found no cavities in his "clinical" evaluation. I felt happy and relieved!

But then he took a quick x-ray. Lo-&-behold, the x-ray immediately spotted a cavity hiding behind one of my fillings!!

In other words, what you see is not always what you get!!! An objective x-ray found a lot more important information than a highly trained eye.

Likewise, some applicants seem fine in a job interview. But, they then proceed to flop after you put them on the payroll. In fact, huge amounts of research prove most interviewers poorly predict how an applicant will perform if hired.

So, it is crucial for a manager to use special "x-rays" to spot potential trouble lurking within an applicant—and also uncover skills and talents that will prove beneficial on-the-job. Here are five superb "x-ray" methods you can use immediately to help you hire high-achievers—and stay away from underachievers.

1. Pre-Employment Tests

Research shows that customized tests are the best way to accurately predict on-the-job performance. You can use three types of tests:

• Behavior tests—to evaluate interpersonal skills, personality, and motivations
• Abilities tests—to predict brainpower in problem-solving, vocabulary, arithmetic, grammar, and handling small details
• Character tests—to detect a "bad apple" who has a bad work ethic or might steal

Tests can be given in paper-&-pencil test booklets or on the Internet. Importantly, only use tests designed for pre-employment assessments.

Customize tests you use by doing a "benchmarking study" to find out how your highly productive, low-turnover employees typically score. Then, you can quickly compare applicants' test scores against scores of your most productive employees. Of course, you can show preference for applicants who score like your winners.

2. Remember One Truism

When I deliver my speech or seminar on Hire the Best—& Avoid the Rest™, I always point out: Whatever behavior you see from the applicant during the screening process is likely to be the very best behavior you will ever see from that person! Surely you have witnessed this truism.

Let's say you want to hire a high-energy person. Candidate A stays very high-energy during your entire screening process, including all in-depth interviews. Candidate B starts interviews high-energy (a good sign) but then acts increasingly drained as the interviews go on (a bad sign). Candidate A is much more likely to be high-energy on-the-job than Candidate B. Do not expect Candidate B to suddenly explode with energy if you hire that person.

3. Referrals from Your Best Employees

Winners hang around with winners. Losers hang around with losers. Your best employees probably hang around with high-achievers. Ask those employees to refer applicants.

4. Bio-data

I'm not referring to DNA. Instead, bio-data is biographical data. Here's how to benefit from bio-data. Grab the files on your superstar employees. Look for common work-related experiences or education that most of them have.

For example, one company I consulted wanted to hire salespeople to sell a service (not a product). Upon examining bio-data of the company's superstar salespeople, we found the high-achieving salespeople had worked selling services. Most of the company's underachieving salespeople worked in sales, also. But, the underachievers sold products, not services.

Interestingly, the same company also discovered most of its superstar salespeople worked at McDonald's for six months or longer in high school or college. This showed an interest in serving customers (after all, that is what McDonald's stresses) plus stick-to-itiveness (lasting six months or more in a normally high-turnover job). So, start digging into your bio-data treasures located in employees' files.

5. RJP

RJP stands for realistic job preview. To do an RJP, (a) show applicants exactly what they will do on-the-job if you hire them, (b) let applicants think about it for 24 hours, and (c) then ask applicants if they want to take the job. Research shows employers who give detailed RJPs get two results:

• less employees accept the job offer/li>
• applicants who accept the job offer are less likely to turnover

Importantly, an RJP needs to be super-realistic. For example, I consulted a tire company that had great difficulty getting people to work in "purgatory"—a horribly hot room in which hot, just-made tires were moved on the tire molds. Anyone who worked in the "purgatory" room spent all day covered in sweat and thick white dust. No wonder most people quit that job after a short time!

I recommended using RJPs. The company worried, "Applicants won't take the job if they know too much about it!" I said let's try RJP anyway. Sure enough, after seeing this awfully hot and dusty job, only a small percentage of applicants took the job. But, those who did stayed a long time.

Do It Now

If you remember these points, you can hire the best—and profit from it:

• what you see is not what you get—but it is the best you will see
• use customized tests, since tests predict job success better than other methods
• take advantage of predictors right under your nose, including referrals from winners, bio-data, and RJPs

Importantly, you can start these valuable methods today so you immediately start hiring the best.

© Copyright 2001 Michael Mercer, Ph.D.